It seems like the peddling of the old standby Myths & Memes is on the rise once again in the Valley. As this is often a lagging indicator of both the Valley's, and even the wider Tech Industry's financial state, it tells me that we're in a very frothy if not overheated market since people are now letting their hair down and apparently gleefully throwing themselves onto the politically correct bandwagon. But they should be careful, lest they find themselves thrown beneath it.

Still, it's my guess that whatever problems or disasters may rear their ugly heads in the future due to blind belief and adherence to these Myths & Memes, the folks most involved are betting that they'll be able to quickly paper over it with the waves and waves of cash that are flowing so freely now.

But not everyone believed let alone followed these Myths and Memes and amazingly, they didn't fail or turn into a pumpkin or a toad.

What a perfect example of a person who broke every one of these Myths and Memes?

Try Steve Jobs. Yep, Steve Jobs. And Apple Computer under his guidance during his second tour of duty.

The fact is, no one can deny that, under Steve Jobs, Apple was a smashing success. All the metrics are there: market cap, profits, amazing hit product after hit product. iMac, iPod, iTunes, iPhone. You name it.

Wow!

And for the record, I am by no means an Apple fan nor am I a Steve Jobs / Apple Computer apologist. I'm simply a reality-based thinker and I call it the way it is, not the way I wish it were.

That said, I'm a very serious student of Steve Jobs and I'm not afraid to look at what really made him successful. I can tell you, it wasn't following the Valley Myth and Memes and it wasn't being politically correct.

In fact, Steve Jobs did the exact opposite of what most pundits and social engineers are preaching. And the reason it worked for Steve Jobs is because Steve Jobs and his communication style was perfectly aligned with the way the world and humans work.

What is most interesting, though perhaps very disconcerting to the social engineers among us, is how Steve Jobs did it.We're told that if a person studies hard at the "right" schools, gets a "good" education and makes the "right" connections they'll be well positioned for success.

Beyond that we are told, especially in the Valley, that an organization will perform best when it is openly transparent (both internally and externally), when there is diversity, when there are women in senior leadership positions and when we have an open environment of respect and perhaps kumbayahism in the office.

Going even further, we are told that we should be investing and building all kinds of new tech that people have never seen. And by "new tech" I mean core tech, not making sexy cases, new form factors or tinkering with some incremental derivative product like the iPod.

And yet, if we look at Steve Jobs and his management style during his absolutely, amazing and record smashing second run we find something that is completely at odds with what the pundits say is necessary for success:

And yet again, while Steve Jobs just turned a blind eye to all of these supposed business and organizational "requirements" his results were phenomenal. Can we in any way argue with Steve Jobs' success? It seems that few prominent members of the Valley tech community question his success so I guess not.

Next time, we'll dig a bit deeper and explore why Steve Jobs was so successful, time and time again. The results may surprise you.

Lastly, as quick exercise, we should ask ourselves is Apple really lacking diversity? Or is and has Apple always been diverse but in a more mature manner, such as defining "diversity" with regard to value, thought patterns and productivity rather than with regard to skin pigments and reproductive organs?.

It can easily be argued that a man and women studying the same subject matter from Princeton (not to pick on any school) will be more alike than two men, one of which studied electrical engineering and the other who studied marketing at two different schools in two different states or countries.

“Core competencies are different for every organization. But every organization needs one core competence: innovation.” - Peter Drucker

Is necessity really the mother of all invention?

And if so, why?

Are innovation and creativity really the keys to success?

Does Apple under Steve Jobs prove this?

And if so, what lessons do the failure of Xerox PARC's storied inventions tell us?

Were Apple products under Steve Jobs truly "revolutionary" or can they be shown to be simple derivative or "step forward" products (e.g, iPod = solid-state Sony Walkman)?

If this is the case, how was Steve Jobs able to enjoy such massive success while other incumbents like Sony stumbled and faltered?

How could an industry pioneer like Yahoo have its lunch eaten by Google?

How could Google develop failed product after failed product (Google Video, Google Wave, Orkut among others) and only seem to have success with acquired products (Youtube, Android, Double Click, Google Earth among others)?

How was Google able to dominate search and in what ways could Yahoo have thwarted or even crushed Google?

Finally and most importantly, can an industry incumbent ever compete let alone snuff out a nimble-footed startup?

The answers to all of these questions may shock you because the arguments we make and evidence we present are often in direct opposition to what the media pundits and industry insiders have been telling us, and worse, selling to us.

Business Is Simply Warfare Without The Pleasantries and Veneer of the Geneva Convention

What if most of the accepted truths and official narrative about why certain startups, new ventures or new products have succeeded or "failed" are completely wrong?

Worse, what if these accepted truths and official narratives are not just simply wrong but dangerously destructive?

And worst of all, what if these destructive "truths" have become so accepted and so ingrained that they are now enshrined as series of powerful Myths and Memes?

We'll explore and explode some of Silicon Valley's most accepted truths and purported reasons for success and failure. And while we're at it, we'll explore not just the technology component, but the more important and far less analyzed and understood business and human resources components.

From the structure of investment financing and the design, development and marketing of product to the challenges of hiring, deploying. managing and retaining strong talent, we'll discuss key but often overlooked factors such as government market distortions (e.g., regulatory capture, SEC regulations related to investor accreditation, etc.) and the ubiquitous yet ever destructive office politics.

We'll leave no stone unturned as we propose that today's Silicon Valley (now including San Francisco), is less and less about technology and more and more about psychology, influence, persuasion, Jedi-level business development and sales, talent acquisition, management, retention and deployment along with strategic and tactical execution.

As you know from both our training and from this blog, we believe that problems normally fall into just three general categories. They are either:

1. Political in nature.2. Technical in nature.3. Financial in nature.

But when you really boil it all down, it almost always comes down to something political -- which is the human element -- this is not good nor bad but it is a reality that we must all understand to perform at our best while anticipating, mitigating or sidestepping potentially messy, costly or dangerous situations.

Further, it our contention that once you recognize these politics (which is the human element) and all that it brings, you are greatly positioned to uncover major opportunities and subsequently monetize them.

From this, it was with great interest that I came across this little gem by Mark Suster which on the surface appears to be about Founder and Management Infighting but actually is about office politics and organizational power and more specifically the human element.

Yesterday I wrote a post about “the politics of startups” in which I asserted that all companies have politics, which in its purest sense is just about understanding human psychology.

...

I think as a tech industry we have bred a culture that places more emphasis on product excellence than managing human behavior. Of course it makes no sense to have great people management and a crappy product. But I would posit that in order to sustainably build great products in an intensely competitive industry with skills shortages – people management is one of the most critical soft skills organizations need.

...At the risk of sounding like a broken record, it’s why I believe executive coaches are so important for startups who have the financial resources to afford them.

Select, develop, deploy & manage your people right & you can have the advantages of a high-tech economic center right at home.

Simply hearing the words Silicon Valley can evoke an image of cutting-edge innovation advanced by an army of daring, if not slightly mad, entrepreneurs who feverishly seek to develop the world’s next technological marvels.But what exactly makes Silicon Valley so successful and, more importantly, can it be replicated? China has Zhong Guan Cun, India has Bangalore. Where is Japan's “Silicon Valley”? Japan, the third largest economy in the world, still lacks any type of large, formal tech epicenter like the one in California.Does this even matter for business success in the 21st century? Many people, including Silicon Valley industry insiders, will immediately and perhaps misguidedly say yes.A more reasoned and introspective analysis, however, demonstrates that this type of success is not about location but more importantly about talent. And even more specifically: it is not just about talent, but about how that talent is selected, developed, deployed and managed.To create a Silicon Valley atmosphere, a company needs employees who possess these three skills:1. Business acumen to identify huge opportunities;2. Leadership to seize those opportunities; and3. The ability to select, develop, deploy and manage talent to quickly exploit these opportunities.Once we understand this, what then are the core skills that we should be focusing on when developing talent that can rise to and perform at the level of Silicon Valley’s?If we look closely, it’s clear that this boils down to five core skills, all of which can be readily developed in our existing employees:

1. Leadership:The ability to take risks, to develop a vision and to lead others to the successful path. This is not just for senior leaders, but for all key players so that they can learn how to lead across all levels: from senior management to their peers or to those belowthem. And it includes the ability to reframe what are commonly perceived as failures as mistakes and missteps with important lessons to learn. Steve Jobs had success in a variety of diverse areas and products, from the iMac, iPod, iPhone, iTunes and Pixar. This wasn’taccidental nor was it surprising, as each of these areas was ripe for a true leader to identify and then pluck the low hanging, yetmassive fruit. His move into iTunes alone was pure leadership as he had to overcome the lawsuit Apple had lost to the Beatles recordlabel prohibiting engagement in music-related businesses. His success with iPod was further made possible by Sony’s reluctanceto move its Walkman franchise forward into developing solid state devices including technologies such as microprocessor chip,crystalline semiconductors and RAM.

2. Communication:The ability to clearly communicate through a variety of media ranging from one-on-one and group meetings to formal reports and presentations to business emails and video conferences. Very often, the best ideas as well as the pulse of the market comes from those closest to the customer – support engineers, sales and customer service. And yet, most often this information does not get captured and clearly communicated back to product managers and the executive staff (see also Ogushi Matrix Communicationlines).

3. Influence & Persuasion:The ability to get others to want to support a project or, if they won’t actively support it, to at least make sure that they don’t activelyresist it. Previously we mentioned the need to capture and clearly communicate opportunities and obstacles a company may faceor is facing. Yet, there are plenty of instances where even a clearly communicated issue or opportunity falls on deaf ears, such asKodak’s need to move from film-based to digital cameras. There are many reasons for resisting opportunities or ignoringwarnings about obstacles, including that this information or proposed shift in business may benefit the company but specificallyexpose or harm one person’s or department’s operations, ego, status or bonuses. For this reason, clear communication isonly a starting point. Beyond this, influence and persuasion must be utilized as well.

4. Negotiation:The ability to negotiate not only externally but, often more importantly, internally. This is critical during situations such as when a green light is needed for a feasibility study, to request funds and resources for product development or to get approval and buy in for the launch of a product that will potentially cannibalize an existing cash cow product. Influence and persuasion can only take us so far, and at some point it can be expected that we will need to negotiate. This requires the ability to craft a win-win solution as well as to ensurethat the other party sees it that way. It is not only possible but extremely common for a win-win to be misperceived and subsequently blocked, simply because the other person has become psychologically opposed resulting in a classic “cut your nose offto spite your face” scenario. In these scenarios everyone loses including employees, managers, shareholders and customers.

5. Assertiveness:The ability and confidence to speak up and share opinions or ideas or to challenge another’s opinions or ideas in a professionally affirmative manner. Assertiveness (often confused with aggressiveness) is a critical skill that is especially important for those who may have key insights and knowledge, such as engineers or service people, but not the personality or interest in speaking out nor the title orstanding within the company. Instilling this skill in a firm’s employees can unleash great productivity and opportunity while alsoidentifying problems or obstacles before they become dangerous or expensive.

By developing these 5 core skills sets and Valley Values in your existing talent you will ensure that your employees’ inherentcreativity and innovative nature do not go to waste and that the people with these ideas have the tools and skills needed tobring this forth to their peers and superiors and ultimately to the market place.